Strategy Development for Fall 2015 Implementation

March 2014

Meeting Dates: March 3, March 17, March 31

A review and thorough discussion of our situational analysis has resulted in the following strategic directions that will comprise the enrollment plan:

  1. Engagement, Persistence and the Co-curricular Experience – introduce new and enhanced programs that will attract new students to the college while increasing the retention of enrolled students

    1. Taskforces:
    2. First Year Experience: Chair: Barry Pearson. Group to include Chris Holland, Aviva Taubenfeld, Linda Bastone, Kathy McCormick, Cassandra Hooper, Ronnie Halperin, Keith Landa, Ernie Palmieri
    3. Retention Case Management: Chair: Chris Holland. Group to include Patty Bice, Cathie Chester, Rich Nassisi, Jen Shingelo, Karen Singer-Freeman
    4. General Education & the Co-curricular Experience: TBD - when a & b have concluded, will include Peggy DeCooke (years 2-5 of plan)

  2. New and Existing Majors – focus on programs that build on the college’s strengths and increase the number of programs with 5 or more successful program variables

    1. Taskforces:
    2. Communications degree program: Chair: Danielle D’Agosto. Group to include Ross Daly, Patrick Callahan, Stephanie McCaine, Bill Baskin
    3. b) Enhancing enrollment performance variables: determine existing majors (undergraduate and graduate) that could achieve improved performance in variables deemed “high performing” by SEPW. Chair: Suzanne Kessler. Group to include Dennis Craig, Michael Degrazia, Shruti Rajagopalan, Steven Cooke, Joe Skrivanek, Susan Letcher
    4. Graduate program development (MS in Film, Arts Management/Entrepreneurship): Co-chairs: Ravi Rajan and Michelle Stewart.

  3. Financial Aid/Fiscal Health - optimizing financial resources to support the strategic enrollment plan

    1. Taskforce members: Chair: Dennis Craig. Group to include Judy Nolan, Corey York, Jeannine Starr, Stephanie McCaine, Beatriz Martin - Ruiz
    2. Develop financial leveraging model that balances enrollment headcount, net revenue and student quality
    3. Calculate institutional funds needed to meet enrollment goals
    4. Coordinate fundraising plan with corresponding needs from enrollment plan
    5. Develop institutional policies regarding recruitment funding and scholarship awarding
    6. Develop and regularly share enrollment management, admissions, and retention reports that connect to academic and budgetary targets

A recruitment plan with specific enrollment targets and a communications plan will be derived from #1 – 3 above.

Next steps:
  • Brainstorm strategies to maximize KPIs

  • Identify major tactics for each strategy

  • Determine estimated costs, impacts, and ROI for each tactic

  • Identify additional data needed in order to refine strategies, tactics, costs

  • Prioritize the strategies and tactics based on attractive ROI and other considerations


The Planning Process

sep blue.jpgPreparation
(August 2013 - January 2014)

sep green.jpgData-Informed Situation Analysis
(February 2014)

sep ltblue.jpgStrategy Development
(March 2014)

sep ltgreen.jpgAction Plan Development
(March 2014 - April 2014)

sep orange.jpgPrioritization of Strategies and Actions
(May 2014)

sep purple.jpgEnrollment Goal Setting
(June 2014 - July 2014)

sep red.jpgPlan Evaluation and Modification